A Value Added approach by Triple Bottom line for Sustainable Developmentprofessionalpanorama
In the era of 21st century, a Triple Bottom Line not only measure profits as earlier,
but also measures the social, environmental and economic dimensions of an entity
through its activities and processes. It is a new way of evaluating a company’s impact
of their actions on both local as well as global scale for the survival and longevity
of an organisation. Due to uncertainty and unpredictability, corporate values are in
move from traditional to human and societal values. It is the first and foremost
responsibility of profit, non-profit or government sector to fulfill the various obligations
of their stakeholders as well as the planet we are living on. Traditional Accounting
methods do not take in consideration the intangible assets (human capital and intellectual
capital) and risks. Though, these factors are also the main attributes that affect
organisations accountability. Thus, there is a need of the hour to develop a system
of accounting that may include intangible assets and risks. There lies a major reason
for emergence of triple bottom line. Triple bottom line is thinking holistically, exploring
the inter-related relationships between the economic, social and environment that is
People + Planet + Profit (3 P’s). The companies aiming for sustainability need to
perform not against a traditional single, financial bottom line but against the triple
bottom line. This paper focuse on how triple bottom line approach change the way
of evaluating and reporting the performance of corporations. This paper emphasis
on how a value addition in financial bottom line changed into triple bottom line.
A value added approach by triple bottom line for Sustainable DevelopmentTapasya123
In the era of 21st century, a Triple Bottom Line not only measure profits as earlier,
but also measures the social, environmental and economic dimensions of an entity
through its activities and processes. It is a new way of evaluating a company’s impact
of their actions on both local as well as global scale for the survival and longevity
of an organisation. Due to uncertainty and unpredictability, corporate values are in
move from traditional to human and societal values. It is the first and foremost
responsibility of profit, non-profit or government sector to fulfill the various obligations
of their stakeholders as well as the planet we are living on. Traditional Accounting
methods do not take in consideration the intangible assets (human capital and intellectual
capital) and risks. Though, these factors are also the main attributes that affect
organisations accountability. Thus, there is a need of the hour to develop a system
of accounting that may include intangible assets and risks. There lies a major reason
for emergence of triple bottom line. Triple bottom line is thinking holistically, exploring
the inter-related relationships between the economic, social and environment that is
People + Planet + Profit (3 P’s). The companies aiming for sustainability need to
perform not against a traditional single, financial bottom line but against the triple
bottom line. This paper focuse on how triple bottom line approach change the way
of evaluating and reporting the performance of corporations. This paper emphasis
on how a value addition in financial bottom line changed into triple bottom line.
A Value Added approach by Triple Bottom line for Sustainable Developmentprofessionalpanorama
In the era of 21st century, a Triple Bottom Line not only measure profits as earlier,
but also measures the social, environmental and economic dimensions of an entity
through its activities and processes. It is a new way of evaluating a company’s impact
of their actions on both local as well as global scale for the survival and longevity
of an organisation. Due to uncertainty and unpredictability, corporate values are in
move from traditional to human and societal values. It is the first and foremost
responsibility of profit, non-profit or government sector to fulfill the various obligations
of their stakeholders as well as the planet we are living on. Traditional Accounting
methods do not take in consideration the intangible assets (human capital and intellectual
capital) and risks. Though, these factors are also the main attributes that affect
organisations accountability. Thus, there is a need of the hour to develop a system
of accounting that may include intangible assets and risks. There lies a major reason
for emergence of triple bottom line. Triple bottom line is thinking holistically, exploring
the inter-related relationships between the economic, social and environment that is
People + Planet + Profit (3 P’s). The companies aiming for sustainability need to
perform not against a traditional single, financial bottom line but against the triple
bottom line. This paper focuse on how triple bottom line approach change the way
of evaluating and reporting the performance of corporations. This paper emphasis
on how a value addition in financial bottom line changed into triple bottom line.
A value added approach by triple bottom line for Sustainable DevelopmentTapasya123
In the era of 21st century, a Triple Bottom Line not only measure profits as earlier,
but also measures the social, environmental and economic dimensions of an entity
through its activities and processes. It is a new way of evaluating a company’s impact
of their actions on both local as well as global scale for the survival and longevity
of an organisation. Due to uncertainty and unpredictability, corporate values are in
move from traditional to human and societal values. It is the first and foremost
responsibility of profit, non-profit or government sector to fulfill the various obligations
of their stakeholders as well as the planet we are living on. Traditional Accounting
methods do not take in consideration the intangible assets (human capital and intellectual
capital) and risks. Though, these factors are also the main attributes that affect
organisations accountability. Thus, there is a need of the hour to develop a system
of accounting that may include intangible assets and risks. There lies a major reason
for emergence of triple bottom line. Triple bottom line is thinking holistically, exploring
the inter-related relationships between the economic, social and environment that is
People + Planet + Profit (3 P’s). The companies aiming for sustainability need to
perform not against a traditional single, financial bottom line but against the triple
bottom line. This paper focuse on how triple bottom line approach change the way
of evaluating and reporting the performance of corporations. This paper emphasis
on how a value addition in financial bottom line changed into triple bottom line.
Double Performance Prism: innovation performance Measurement systems for manu...AM Publications
No performance measurement system currently takes into account the innovator dilemma which consists of the necessity of balancing between the exploratory and exploitative innovation activities. This balance remains a major challenge in innovation management. Although small and medium enterprises account for 95% of firms in developed countries, according to Web of Science database, only 1.5% of research papers on innovation and 0.5% of research papers on performance measurement focus on small and medium enterprises. Drawing on the Performance Prism of Andy Neely, this paper develops an innovation performance measurement system for manufacturing small and medium enterprises in order to achieve a balance of exploration and exploitation activities. This model, known as the Double Performance Prism, is based on stakeholder theory. It considers innovation as a solution to customers’ expressed and observed needs. It has been implemented in two manufacturing small and medium enterprises. As key results, an innovation success map and a 10-indicator Innovation Scoreboard emerged from the research and implementation. The aim of these results is to foster the development of an ambidextrous organization. Further quantitative studies will be necessary to validate the proposed innovation map.
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
Double Performance Prism: innovation performance Measurement systems for manu...AM Publications
No performance measurement system currently takes into account the innovator dilemma which consists of the necessity of balancing between the exploratory and exploitative innovation activities. This balance remains a major challenge in innovation management. Although small and medium enterprises account for 95% of firms in developed countries, according to Web of Science database, only 1.5% of research papers on innovation and 0.5% of research papers on performance measurement focus on small and medium enterprises. Drawing on the Performance Prism of Andy Neely, this paper develops an innovation performance measurement system for manufacturing small and medium enterprises in order to achieve a balance of exploration and exploitation activities. This model, known as the Double Performance Prism, is based on stakeholder theory. It considers innovation as a solution to customers’ expressed and observed needs. It has been implemented in two manufacturing small and medium enterprises. As key results, an innovation success map and a 10-indicator Innovation Scoreboard emerged from the research and implementation. The aim of these results is to foster the development of an ambidextrous organization. Further quantitative studies will be necessary to validate the proposed innovation map.
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
In the search to find the winning formula, managing innovation is based on hard work and reliable data, not entirely on the practice, recognizing necessary but sufficient conditions and context. A set of propositions potentially lay the foundation for a review of the existing basis for measuring performance and success in delivering towards shareholder expectations in today’s knowledge era – however, how does existing concepts, methods, approaches, models, practices and theoretical constructs support investment decision-making for achieving maximum shareholder value and sustained business success, recognizing your specific business context, whether starting up, growing, mature or in turn-around.
Understand the role and relevance of an information system aids decision making.
Identifying and evaluating appropriate information systems.
Managing the process of information gathering, processing, storage and retrieval
Managers make decisions using the information available to them at the time.
Environemtnal influences on hrm-Stages of Analysis,Environmental Factors,Tanjin Tamanna urmi
Scanning: Identify early signals of changes and trends.
Monitoring: following some key indicators affecting organizations.
Forecasting: an attempt to protect the possible impacts on the organization.
Assessing: describing the impact monitored trends and make a adjustment of the possible outcomes.
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Each evolution of marketing has varied sources of 'experts'. The speed to market and the measurement of the effectiveness of any budgeted amount of exposure is the spread of the information to an extended audience. Verifiable results matter.
Often in the process of upgrading, supplement reading is assigned to broaden the scope of understanding of the subject area. The difficulty is determining when information becomes too specific for the usefulness of the audience.
The complex nature of communication in the electronic and digital age requires a basic understanding of the network behind the scenes. Concern for those that maintain these webs and provide the filtered and unfiltered view as appropriate.
Organizating an event, as described in previous presentations does require a general understanding of the various components. This light overview highlights areas that may require additional investigation or time to learn.
Every system requires the ability to organize simple to complex combinations of information. See the attached presentations as preliminary first databases.
Searching For Employment And OpportunitiesStacey Vernooy
Looking for work is often frustrating. The constant search for opportunities that may or may not become profitable relationships long term. However, it is a requirement to match life goals with \'selling yourself\' and your potential and with some practice, it becomes the new \'regular routine\'.
A series of donation media to establish a clear and simple communication of sharing ones' resources with local organizations that leverage a wider audience.
If you consider communication as an interactive medium, the components must work together 'end to end' to send and receive directly. Without being on both sides of the conversation, great care and trust must be completed and all parties must acknowledge the limitations by the channel selected.
Whether through email, fax, text or phone, each method of communication requires an acceptance that the delivery channel has several 'stops' along the way. Electronic filters and interactions may intercept and reassign the intended recipient. Communication remains difficult as a channel to always know how the message was received.
Executive Summary:
Welcome to the ‘Quick tips and tricks’ on ‘knowledge sharing’. This presentation was sourced through research available online and through several consultations with Emergency personnel. Providing the ‘quick tips and tricks’ to assist parents and caregivers, the objective is provide an outline of the possible scenarios that can occur during any regular day and provide both ‘proactive’ and ‘reactive’ practical responses for discussion.
Rating: Non-Technical, wide audience
Executive Summary
A review of the analysis of monthly bookkeeping practices to analyze, control and predict spending habits on a monthly basis. The ability to plan ahead by evaluating existing practices in spending habits.
Rating: Business Non Technical
Executive Summary:
By consistently evaluating monthly expenses the ability to develop annual spending budgets for a household. The abiltiy to control, track and modify expenses as needed in fluctuating economic times.
Rating: Business Non Technical
Executive Summary:
Hospitality as an industry, experiences common ‘peaks and valleys’, seasonality, location and advertising in addition to customer service and an appreciation for food and wine as an ‘art’, but it’s a business. Learn easy methods to maintain and grow for times when the market / economy slows down the flow of traffic. Learn how to plan and prevent those predictable slower times. Grow into effectively building your assets for the future.
Rating: Business, Non-Technical
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
4. Economic challenges… Global Trade – NAFTA and competition for cost-effective labour and ‘brain drain’ Productivity – the ratio of a firms outputs : inputs goods and services : people, capital, materials, energy Outsourcing – contracting tasks to outside agencies or persons Outplacement – assisting employees to find job with other employers 1/24/2011 S VERNOOY 4
5. Technological – the way we work Computerization – a major technological change allowing the processing of vast amounts of data at great speeds enabling organizations to improve efficiency and responsiveness & flexibility in operations Telecommuting – paid labour performed at the employees home, full time or part time with assistance of PC’s modems, fax machines etc. Automation – the automatically controlled operation of a process, system or equipment by mechanical or electronic devices 1/24/2011 S VERNOOY 5
6. Demographic… the education, age, geography, % participation levels that occur slowly and are usually known in advance 1/24/2011 S VERNOOY 6
7. Demographic … Trends – factors that impact the climate of the workforce Increased # of Women in the Workforce Shift to knowledge workers Education Level Employment of Older Workers More Part-time, Casual, Contract and Contingent Workers 1/24/2011 S VERNOOY 7
8. The division of Information workers … Data workers – members of mostly clerical occupations that use, transmit or manipulate symbolic info by knowledge workers Knowledge workers - Members of occupations that generate, process, analyze or synthesize ideas and information (scientists, engineers, management consultants) 1/24/2011 S VERNOOY 8
9.
10.
11. Human Resources Objectives Organizational Short and long term goals that HR aims to achieve Societal Societal priorities (i.e.. lower pollution levels) that HR targets while settling its own objectives Employee Goals set by HR department to assist employees to achieve personal goals that will enhance their contribution to organization 1/24/2011 S VERNOOY 11
12. Strategic HR Management Integrating HR management strategies and systems to achieve overall mission, strategies and success while meeting ‘needs’ of employees and other shareholders 1/24/2011 S VERNOOY 12
14. Organizational Strategies … Cost Leadership – lower production costs and operating budget Differentiation – distinct product or unique service Focus – needs of a specific segment of the total market 1/24/2011 S VERNOOY 14
16. Thank You Questions & Comments Introduction and Overview 1/24/2011 S VERNOOY 16
17. Human Resource Planning Job Analysis & Design Job analysis – systematic study of a job to discover specifications and skill requirements. Useful for wage setting, recruitment, training job simplification purposes. job group of related activities or duties position collection of tasks & responsibilities performed by an individual 1/24/2011 S VERNOOY 17
18. Steps in the Job Analysis Process Preparation for Job Analysis Familiarize with the organization and the jobs Determine uses of job analysis Identify jobs to be analyzed Collection of Job Analysis Information Determine Sources of Job Data Data Collection instrument design Choice of Method for Data Collection Use of Job Analysis Information Job Description Job Specification Job Performance Standards Job Redesign Design HRIS Changing HR Systems i.e.. payroll Organizational change & Redesign Work flow 1/24/2011 S VERNOOY 18
19. Human Resource Planning Systematically forecasts an organizations future demand for, and supply of employees and matches supply with demand. 1/24/2011 S VERNOOY 19
20. Causes of Demand External Challenges Economical Developments – new factories Social, Political & Legal Challenges Technological Changes – computer automation Competitors Organizational Challenges Strategic Plans – identification of a firms mission and objectives and its proposals for achieving Budgets Sales, Production Forecasts New Ventures Organization and job designs Workforce Challenges Employee actions – Retirement, resignations, terminations, deaths and leaves of absence 1/24/2011 S VERNOOY 20
22. Human Resources Information Systems (HRIS) 1. Relational vs. Non-Relational Corresponding updates, interdependent variables 2. Referential Integrity Verification / qualification = error checking 3. Breadth and Size of HRIS Ability to evolve, capture and correspond efficiently 4. Types of Outputs Predictive modeling – benefit -- anticipated costs Compensation / union increases 5. Internal software Consistency among industries 6. Access to HRIS information Privacy vs. Delayed Decisions 7. Security 1/24/2011 S VERNOOY 22
23. Human Resource Accounting The process of identifying, measuring, accounting and forecasting the value of Human Resources in order to facilitate effective management. 1/24/2011 S VERNOOY 23
24. Identifying the goals of the organizationCoordinating the objectives with the employees to gather commitment and dedication toward success 1/24/2011 S VERNOOY 24
25. Please continue with Human Resources Step by Step By Stacey L. Vernooy 1/24/2011 S VERNOOY 25